Documenti di Didattica
Documenti di Professioni
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On
Effect of Logistic Support on Supply Chain
Management in manufacturing industries
Dissertation Paper
On
Effect of Logistic Support on Supply Chain
Management in Manufacturing industries
Prepared by
MD. REZWANUL ABEDIN
EvMBA-03
ID-1303025
Bangladesh University of Professionals (BUP)
Prepared for
Priyabrata chowdhury
Assistant Professor,
Declaration of Originality
I hereby certify that I am the sole author of this report and that neither any
part of this work nor the whole of the work has been submitted for a degree to any
other University or Institution.
I certify that, to the best of my knowledge, my work does not infringe upon
anyones copyright nor violate any proprietary rights and that any ideas,
techniques, quotations, or any other material from the work of other people
included in my report, published or otherwise, are fully acknowledged in
accordance with the standard referencing practices. Furthermore, to the extent that
I have included copyrighted material that surpasses the bounds of fair dealing
within the meaning of the Indian Copyright Act, I certify that I have obtained a
written permission from the copyright owner(s) to include such material(s) in my
work and have included copies of such copyright clearances to my appendix.
I declare that this is a true copy of my report, including any final revisions, as
approved by my supervisor.
CERTIFICATE
(Priyabrata Chowdhury)
Assistant Professor
Faculty of Business Studies
Bangldesh University of Professionals
Letter of Transmittal
19 January, 2015
Priyabrata Chowdhury
Assistant Professor,
Bangladesh University of Professionals.
Subject: Submission of dissertation paper on Effect of Logistic Support on Supply Chain
Management in Manufacturing Industries.
Dear Sir
With great pleasure, I want to inform you that I have completed 2 years Masters of Business
Administration with major in Supply Chain Management and done a dissertation paper on Effect
of Logistic support on Supply Chain Management in Manufacturing Industries which is required for
my MBA certificate. I have written a dissertation paper on Effect of Logistic support on Supply
Chain Management in Manufacturing Industries . This report focuses on Logistics activities through
which goods are delivered to its customers on time with quality. During writing this report I have
followed your guideline and tried to relate theory to practice along with my responsibilities in SCM.
After that I am ready to express regret if any discrepancies found in this report.
I hope you will be satisfied with this Dissertation paper. I will be very glad to you if I can complete
this Msaters of Business Administration with a good grade.
Thank you for your consistent support.
Regards,
MD REZWANUL ABEDIN
ID: 1303025
Bangladesh University of Professionals
Acknowledgement
The authors wish to acknowledge their special thanks to their supervisor Mr.
PRIYABRATA CHOWDHURY, Assistant Professor, Bangladesh University of
Professionals, Dhaka for giving them inspiration, guidance and valuable
suggestions in executing the dissertation paper.
Deep gratitude to all concerned of , Bangladesh University of Professionals for
their sincere and helpful cooperation throughout the courses.
Executive Summary
Table of Contents
ChapterPage
No.
Title Pagei
Declaration.ii
Supervisor Certificate.iii
Letter of transmittaliv
Acknowledgement
v
Executive SummaryVivii
Table of Contents
vii-ix
Chapter 1: introduction
1
1.1 Overview
2
1.1.1 Logistics
3
1.1.2 Supply Chain Management
3
1.2 0bjectives
4
1.3
1.4
1.5
4
4
Sources of Data
1.6
1.7
Limitations
9
9
10
11-12
12
12-13
19
Importance of logistics
Importance of Supply Chain Management
Theories of logistics and Supply Chain Management
Theories of logistics
19-21
22-23
24
24-31
2.5.2
2.6
2.6.1
2.6.2
2.7.1
References
31-34
34
34-41
41-44
45-47
48
49-53
54-56
57
58
58
59
59-61
61-63
63
64
64-67
67-70
70
71
71
73
73
73
74
74
75-77
78-80
CHAPTER 1
Introduction
CHAPTER 1
Introduction
1.1. Overview
Supply chain and logistic both are very often practice in developed countries. Only
some organizations in Bangladesh are practicing supply chain and logistic in
practical field. So scope of our project is limited considering limitations of areas
and time. We are trying to find out some specific areas where improvement can be
done. Which areas will make effective and efficient benefit or solution for both
supply chain and logistic.
Between years 1970's and 1980's is recognized as the first generation of third party
logistics of providing services for example transportation, shipping, but between
1980- 1990 were asset or non-asset based organizations by increasing the service
levels of contribution and third generation is between years 2000 - until now were
generally based on increasing the supply chain integration. A Third Party Logistics
providers (3PL), can be identified as first, second and third service providers. First
party provider is the main company that provides the service or product, the second
is to whom receives the service it is the consumer and the third is the company
which hired by the main company for provide the service between costumers and
company.
1.1.1 Logistics:
Since logistics advanced from 1950s, due to the trend of nationalization and
globalization in recent decades, the importance of logistics management has
been growing in various areas. For industries, logistics helps to optimize the
existing production and distribution processes based on the same resources
through management techniques for promoting the efficiency and
competitiveness of enterprises. The key element in a logistics chain is
transportation system, which joints the separated activities. Transportation
occupies one-third of the amount in the logistics costs and transportation
systems influence the performance of logistics system hugely. Transporting
is required in the whole production procedures, from manufacturing to
delivery to the final consumers and returns. Only a good coordination
between each component would bring the benefits to a maximum.
1.1.2 Supply chain Management:
Supply Chain Management is a subject that involved many areas, from the
hard to soft topics. Supply Chain Management as an independent field was
originated from Marketing and Strategic Management. In this review, the
most relevant and current topics of Supply Chain Management will be
discussed, taking as a primary focus the impact of supply chain issues on
transport and green logistics performance. The topics that will be discussed
in the rest of the paper are supply management from a top-view perspective,
uncertainty in the supply chains and transport, supply chain strategies and
transport, current supply chain practices and transport, and supply chain
integration and collaboration.
1.2
Objectives
The objectives of the project includes the followings-
Collection of Data:
Techniques
Primary
Secondary
SL
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
Company Name
Bengal Group of Industries
Dekko Group
Sea Autos (Importer and Supplier)
Riyan Machinery Equipment (Importer
and Supplier)
Trade Tech (Importer and Supplier)
Digital Medical System Ltd. (Importer
and Supplier)
NRS scientific Ltd ( Importer and
Supplier)
Surma International(Importer and
Supplier)
Repon Light House ( Importer and
Supplier)
Guarantee fiber Ltd.( Importer and
Supplier)
Sunny trade (Exporter Importer)
Razdhani Hardware (Importer)
Lotus-bud Freight & Logistics
Bandex Knitwear Ltd.
Humko Battery Ltd.
Navana Battery Ltd.
Smartex Composite Ltd.
Pears Composite Ltd.
Notex Composite Ltd.
Akij Group
Shah Cement Ind. ltd.
1.7
Limitations
During writing this report I have to face some limitations. Those are enlisted here:
My work location was Head Office in Dhaka of the companies, but the
major logistics works happen in plant and in different depots. From Head
Office the works are only monitored. I got the opportunity to visit the plant
for one day, but within that day it was not possible to observe in depth
supply chain activities of companies. In addition with that, I was unable to
observe the warehouse management system directly as I didnt get the
chance to visit the depots.
As I was an unknown person to the companies, the management didnt share
complex business strategies with me. I could only know the overall process
and theoretical aspects.
Most of the companies have strict regulations on its software and internal
documents, where I didnt get excess to learn more. In accordance with that
sharing information outside of the companies is prohibited, so I couldnt
write some internal issues.
CHAPTER 2
Literature reviews
CHAPTER 2
Literature review
2.1 Definitions
2.1. Logistics
Logistics is
"Part of the supply chain process that plans, implements, and controls the efficient,
effective forward and reverse flow and storage of goods, services, and related
information between the point of origin and the point of consumption in order to
meet customers' requirements".
"Describing the entire process of materials and products moving into, through, and
out of firm. Inbound logistics covers the movement of material received from
suppliers. Materials management describes the movement of materials and
components within a firm. Physical distribution refers to the movement of goods
outward from the end of the assembly line to the customer. Finally, supply-chain
management is somewhat larger than logistics, and it links logistics more directly
with the users' total communications network and with the firm's engineering
staff". "Process of moving and handling goods and materials, from the beginning to
the end of the production, sale process and waste disposal, to satisfy customers and
add business competitiveness".
"Process of anticipating customer needs and wants; acquiring the capital, materials,
people, technologies, and information necessary to meet those needs and wants;
optimizing the goods- or service-producing network to fulfill customer requests;
and utilizing the network to fulfill customer requests in a timely way".
"Customer-oriented operation management".
1.
Logistics services
2.
Information systems
3.
Infrastructure/resources
1. Logistics services support the movement of materials and products from inputs
through production to consumers, as well as associated waste disposal and reverse
flows. They include activities undertaken in-house by the users of the services (e.g.
storage or inventory control at a manufacturer's plant) and the operations of
external service providers. They comprise physical and non-physical activities (e.g.
transport, storage and supply chain design, selection of contractors, freightage
negotiations respectively). Most activities of logistics services are bi-direction.
2. Information systems include modeling and management of decision making, and
more important issues are tracking and tracing. It provides essential data and
consultation in each step of the interaction among logistics services and the target
stations.
3. Infrastructure comprises human resources, financial resources, packaging
materials, warehouses, transport and communications. Most fixed capital is for
building those infrastructures. They are concrete foundations and basements within
logistics systems.
company can identify product availability through bar codes that are printed on
them. The more traffic in network may create problem in effective utilization of
this technique and may interpret wrong information that may affect the
organizational effectiveness (Hugos 2006). Increase in server database, continuous
improvement in technology will be effective to minimize impact of this technique
over supply chain management.
Location: Location is also an important part of business as it determines success of
the business (Lambert 2008). Wal-Mart emphasizes on customer demands and
determination of customer's satisfaction in determining places for its stores.
Identification of customer demand helps to determine the locations for store and
production facilities close to the consumers (Wal-Mart 2011). The selection of
inappropriate locations in other region without considering income level and living
standard of the customers may create problem for Wal-Mart in location selection.
The analysis of macro and micro environment before selecting location would be
effective to increase the supply chain management of the organization (Lambert
2008). Transportation: Transportation is intimately related to inventory decisions
and also with the customer requirements (Bolstorff & Rosenbaum 2007). Wal-Mart
uses stores to offer its products to the customers and by its own trucks for delivery
(Wal-Mart 2011). The use of store and its own truck for transportation may create
problem as strike by the employees may affect the delivery of its goods to the
customers that would affect its market share and customer base. To eliminate this
problem, management of Wal-Mart could make arrangement with external
transportation companies that will be used in the situation of strike (Bolstorff &
Rosenbaum 2007).
logistics
(3PL)
involves
using
external
individuals
or
design, build, and run comprehensive supply chain solutions. A 4PL general
contractor would manage other 3PLs, truckers, forwarders, custom house
agents, and others, essentially taking responsibility of a complete process for
the customer.
Another specialty includes logistics consulting services. Firms in this industry
specialize in the production and distribution of goods, from the first stages of
securing suppliers to the delivery of finished goods to consumers. Such firms
give advice on improvements in the manufacturing process and productivity,
product quality control, inventory management, packaging, order processing,
the transportation of goods, and materials management and handling. In the
process, these consulting firms might suggest improvements to the
manufacturing process in order to use inputs better, increase productivity, or
decrease the amount of excess inventory. Consulting firms in this segment of
the industry also advise on the latest technology that links suppliers,
producers, and customers together to streamline the manufacturing process.
Even project management requires logistics, as one vein of this science
coordinates a sequence of resources to carry out projects. Typical constraints
in project management include scope, time, and budget, or the same
constraints involved in business logistics. The time constraint refers to the
amount of time available to complete a project. The cost constraint refers to
the budgeted amount available for the project. The scope constraint refers to
what must be done to produce the project's end result.
Here r is interpreted as an intrinsic growth rate and k as the carrying capacity of the
environment The Ricker model is a limiting case of the Hassell model which takes
the form
Hamilton (Oliver and Webber, 1982) introduced the SCM concept. Several authors
have traced the theoretical foundations of SCM.
Thus, Svensson (2002) found that the theoretical foundation of SCM and
Alderson's functionalist theory (Alderson, 1957) have many similarities. Mentzer
et al. (2004) presented a unified theory of logistics based upon logistics capabilities
as a source of competitive advantage.
Recently, academics have presented valuable contributions, enhancing our
understanding of the concept of inter organizational management of different flows
of products and/or information (e.g. Ballou et al., 2000; Heikkila", 2002; Monczka
and Morgan, 1997; Srivastava et al., 1999; Frazier, 1999; New and Westbrook,
2004).
The majority of contributions focus on definitions and concepts from a functional
point of view (e.g. logistics, operations, marketing, and purchasing), providing
pragmatic recommendations on how to improve a firm's performance and
implementation of postponement by supply chain reconfiguration.
Prominent examples of such approaches can be found in Mentzer et al. (2001),
Cooper et al. (1997), Cigolini et al. (2004), Lambert et al. (2005) and Croxton et al.
(2001). Current frameworks of SCM present solutions on how to design and
manage particular relationships between various stages in a chain, but they do not
address the economic, strategic, and socioeconomic theoretical rationales behind
them (e.g. Min and Mentzer, 2004; Chen and Paulraj, 2004a, b).
However, the unit of analysis of most of these theories is not the supply chain but
rather another system, such as the firm or the supplier-buyer relationship. Among
the few exceptions is the relational view, which outlines a theory for considering
dyads and networks of firms as a key unit of analysis for explaining superior
individual firm performance (Dyer and Singh, 1998).
2.6 Strategies of logistics and supply chain management
2.6.1 Strategies of logistics
multiple parties across the extended global supply chain have access to the
same "sheet of music", the global supply chain orchestra will be playing their
instruments, producing a masterpiece of sound. Technologies can help to
integrate planning processes and ensure aligned responses to global events,
and also provide a foundation for analytics that will become more important in
the near future for competitive decision-making. Technology will also enable
tracking of events beyond first tier suppliers, and provides a real-time update
of key performance indicators used to ensure optimization of supply chain
plans.
Network: The interdependencies of globally networked supply chains means
any disruption at a node radiates throughout the network. More than 70 of the
respondents stated that they apply close coordination with key suppliers as a
means to reduce disruptions. However, many organizations we spoke with do
not fully understand who the parties are in their supply chain, and are
increasingly becoming aware that tier 2 suppliers can shut down their entire
network if they are not paying attention. An important component of resilient
supply chains is thus building an understanding of not just who is in your
supply chain, but gaining insight into their capacity, limitations, and paths
through the network. End-to-end integration turns out to be among the most
important logistics and supply chain management strategy in the next five
years. Top performing companies are sharing more tacit data, especially
around R&D and other information that can provide a more holistic
understanding of requirements with their key partners. The other
distinguishing feature is that they are sharing information across a broader arc
of supply chain members, including tier two suppliers and LSPs. Our results
show that top performers are also applying cost-to-serve analytics for logistics
There are certainly differences between industries and countries that are not
discussed in this study in detail, and there is always potential for bias based on
our sampling frame. However, we hope you will find these ideas to be worthy
of consideration in your strategic planning process, and hope they may help
you respond to the complexities of the logistics environment you face.
2.6.2 Strategies of Supply Chain Management
The past several years have been marked by increasing economic volatility, as
reflected by not only the global economic recession, but also the instability of
customer demand and rapid movement in raw material, fuel, and commodity
prices. Supply chain executives are under pressure to develop more efficient,
customer- centric supply chains and find innovative ways to reduce costs.
Meanwhile, they are being asked to take advantage of business opportunities
that may arise from the current economic conditions.
As a result, company leaders are prioritizing projects that reduce inventory
and logistics expense. Although this may help matters in the short term,
professionals risk ignoring the long term. Organizations must prepare for the
rebound while responding to the conditions of the new normal--a reduced
labor pool, stagflation and deflation, and issues surrounding energy and
sustainability. Effective strategies coupled with a well-defined plan and the
right tools will help alleviate pressure today and ready managers for market
changes in the future.
cost. Decisions made in the early cycles of product development can make or
break
the
product.
Designs
must
be
optimized
for
supply
and
The first of these relates to integration of activities and processes which are carried
out within a single organization (i.e. internal or micro or intra-firm supply chain
integration).
The others describe varying degrees of integration of activities which span the
boundaries of organizations (i.e. external or macro or inter-firm supply chain
integration), with the last one being viewed as the theoretical ideal. The following
sections discuss internal and external integration in more detail. Supply Chain
Integration An article in the last issue of Logistics Solutions (Sweeney, 2006)
presented a discussion of both the historical evolution of supply chain management
(SCM). From this it is evident that the concept of integration lies at the heart of
SCM philosophy (see, for example, Christopher, 2005; New, 1996, Lambert,
2004). Cooper et. al. (1997) specifically described SCM as an integrative
philosophy. The work of Fawcett and Magnan (2002) identified four levels of
integration in practice.
1. Internal cross-functional integration;
2. Backward integration with valued first-tier suppliers;
3. Forward integration with valued first-tier customers; and,
4. Complete backward and forward integration (from the suppliers supplier to the
customers customer).
The first of these relates to integration of activities and processes which are carried
out within a single organization (i.e. internal or micro or intra-firm supply chain
integration).
The others describe varying degrees of integration of activities which span the
boundaries of organizations (i.e. external or macro or inter-firm supply chain
integration), with the last one being viewed as the theoretical ideal. The following
sections discuss internal and external integration in more detail. Supply Chain
Integration An article in the last issue of Logistics Solutions (Sweeney, 2006)
presented a discussion of both the historical evolution of supply chain management
(SCM). From this it is evident that the concept of integration lies at the heart of
SCM philosophy (see, for example, Christopher, 2005; New, 1996, Lambert,
CHAPTER 3
Project work
CHAPTER 3
Project work
3.1 Questionnaires:
Questionnaires were our main challenges of this project. The questions are formed
considering the practical situation and phenomenon in some core areas.
1. How many days do you take to procure goods to your warehouse around the
world through sea, air or land?
Answer: By sea around 12 to 30 days load Port to destination port from far east
land around Asia, around 30 to 45 days from Europe and 30 to 50 days from
south /north America. By air 1 and two days from far east and inter Asia, 3 or 4
days from Europe and around 4 or 5 days from America. Land port use only India
and Nepal and only one day.
2. How long normally it takes in Chittagong sea port, Dhaka airport or other land
port to release the goods from shipping document and customs clearonce?
Answer: At Chittagong port customs processing time o.: 2 days. Dhaka airport
also takes 1 or 2 days. Otherwise it will take 5 to10 days.
3. How long it takes by truck/covered van or by train from Chittagong sea port to
Dhaka ICD?
Answer: By truck one day by train 10 to 12 days.
4. How much is the cost to carry the goods around the world by air, sea or land and
which is cheaper?
Answer: Use of sea is cheapest cost. By air it takes some extra cost of 400 to 500.
5. Have any barrier to clear the goods from Chittagong sea port customs, Dhaka
airport customs or land port customs to clearonce the goods?
Answer: Maximum time C&F agent offer extra cost of miscellanies without extra
cost most of time delay to clear the goods or other hassle.
Answer: We don't face any barrier because we have nominated a logistics company
for clearing goods from the port.
6. How much is the cost to carry the materials Chittagong sea port to Dhaka?
Answer: By road one TUE BOT (20,000.00 to 25000.00) and by Rail only $(5 to
100).
7. Where do you feel problem in procuring material from any international
destinations?
Answer: There are various carriers which charge more and not issue extra volume
or use long time trans-shipment delay which does not monitor.
8. Where do you feel problem in clearing material from sea port, airport or land
port?
Answer: Most of time it is most problem in custom and their agent and also
shipping agents
14. In your opinion which transport mode is most critical and why?
Answer: Air shipment is most critical because it should very careful at document
preparation only short time.
15. Which factor is affecting most in logistic department?
Answer: Logistics look after whole process of supply chain.
16. Which factor is affecting most in supply chain department?
Answer: Logistics and supply chain is overlapping one another
17. As a 3,d party logistic provider what types of services do you expect from
them?
Answer: 3rd party logistics al time support importer exporter and supplier for their
goods transformation one way or multimodal transport.
18. Which service will make you benefited in your opinion?
Answer: Sea is most effective for transportation it is easy 1nd low cost but from
Chittagong to Dhaka ICD, Train service to carry container, it is low cost but time
barrier. If we can minimize time duration of train cargo then it is business effective.
19. As a manufacturer/ Trader have what kind of support get from 3,d party
logistics company?
Answer: Maximum importer said after shipment they don't where their goods hold
and why it is normal way but without taking care cargo hold is trans-shipment
point. 3rd party logistics support to all procedure of Importer, Exporter and
supplier.
20. What kind of support aspect to 3rd party logistics?
Answer: Most of logistics company member of world transportation team and have
huge experience in business field of supply chain.
21. How logistics companies help to supply chain management?
Answer: The logistics company prepare a document 3gdlnst for shipment against
any importer or exporter and lasso of shipping company and multi modal company.
22. What is your opinion to presentation 3rd party logistics in the business situation
in Bangladesh?
Answer: At present situation almost 1500 logistics company in Bangladesh. They
are work at Chittagong and Dhaka. They are helpful for importer or exporter. They
also helpful for upcoming business oriented farm.
SL Company Name
Contact Person
Contact Number
01811458307
01817296509
01715017499
N
o
1
2
3
Mr. NurunNabi
Mr. Sumon
Md Mainullslam
Supplier)
Riyan Machinery Equipment
Md Althaf Hossain
Supplier)
Digital Medical System Ltd.
Md Anwarul Kabir
and Supplier)
Surma International
01733060190
01686723745
Md Sachch Mia
10
Md Mohsin Ali
01817085574
11
12
13
14
15
16
17
18
19
20
21
22
(Exporter)
Sunny trade (Exporter Importer)
Razdhani Hardware (Importer)
lotus-bud Freight & logistics
Bandex Knitwear ltd.
Hamko Battery ltd.
Navana Battery ltd.
Smartex Composite ltd.
Pears Composite ltd.
Notex Composite ltd.
Akij Group
Akij Group
Shah Cement Ind. ltd.
Md Sunny
Md Sizar
Md AftabUddin
Ashish Kumar
Debashish Kumar
Mr. Alam
Mr. Jewel
Mr. Himel
Mr. Ratul
Mr. Azad
Mr. Mortuza
Mr. Delwar
01911216441
01718319369
01717270078
01922111061
01815473228
CHAPTER 4
Findings
CHAPTER 4
Findings
4.1 Findings
4.1.1 Effective communication
As it is taking a bit long time to receive the goods, customer of ten
expects the current information about the location of the goods.
When the charges changing time to time, they should inform to the
customer accordingly. It is the effective way to build relation with
the customer.
4.1.3 Transport
The road transport faced problems from external forces unsteady
political situations. In Bangladesh Hartal (Strike) and road blockade
are only medium of significant protests. So the transport is
vandalized or burnt and halt by protesters. Road is also not properly
made for smooth transportation. Traffic systems are old to cope
modern demand. This paper presents a normative model for efficient
goods movement promoting supply chain integration in developing
economies. Supply chains encompass a holistic throughput of goods
movements to and from partner organizations including internal and
external suppliers. Similarly, multimodal freight transport represents
an integrated system for moving goods quickly and inexpensively
from shipper to consignee by at least two different modes under a
single contract. The initial discussion considers the influence of
containerization on international freight transport and some benefits
Technologies
solutions
provide
metrics
and
key
management
systems,
warehouse
management
bringing as new customer as they want but unless get some of those
customers to come back, the business won't profitable for long.
Good customer service is all about bringing customers back.
4.1.5 Mark and number
Without marks and number packing goods don't finding for delivery
to the customer. It is often seen that label of the box is broken or
can't find. It is very embarrassing situation both for the customs
officer and CNF agent. It results the delay of clearing the goods.
Also affects in the total charges of clearance.
savings,
indebtedness,
capital
losses
and
reduced
The recent hartals are much more damaging because the economy
today is more integrated The impact is not limited to shipment of
The static losses of hartal per year are likely to be in the range of 0.5
percent to 1 percent of the GDP.
More than 80 per cent logistics firms were in trouble, as they were
not getting enough cargoes and were failing to maintain shipment
schedules. Transportation of raw materials from ports to Dhaka is
hampering seriously and resultantly production in factories and
exports are also affecting.
Volume of cargoes both by sea and air declined indicating that
Bangladesh was left at risk of losing all business.
After the glory days of jute the promising RMG sector also might
lose the international market, if this political situation continues.
Millions of dollars were invested in the cargo depot business, but
due to various reasons the logistics business was facing serious
trouble.
3PL services failing to deliver certain products on time are the client
company's problem, not the 3PL services.
4.1.11 Disadvantages
CHAPTER 5
Remedies
And
Potential
Improvements
CHAPTER 5
Remedies and potential improvements
CHAPTER 6
Conclusion
CHAPTER 6
Conclusion
6.1 Conclusion:
This paper has given an account of and the reasons for the widespread use of
logistics and supply chain management. This dissertation has investigated of the
weak points of logistics and supply chain management in our country. This project
was undertaken to design the limitation and evaluate the remedies of limitations of
3rd party logistics provider. Returning to the hypothesis/question posed at the
beginning of this study, it is now possible to state that the possibility of discussing
the problems regarding the mentioned subjects.
The following conclusions can be drawn from the present study
Effective communication
Trade/Freight charge information
Customer service (After delivery service)
Political situation, strike
Mark and number
Wrong H.S code and shipping mode
The results of this study indicate that effective communication, customer service,
political situation and strike are affecting strongly in 3rd party logistic provider and
supply chain management.
This research will serve as a base for future studies. A limitation of this study is
that the numbers of patients and controls were relatively small. Future research
should therefore concentrate on the investigation of the above mentioned areas
broadly. The findings of this study have a number of important implications for
future practice.
Reference:
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